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dc.contributor.authorPrestley, Ricki-Lee
dc.date.accessioned2021-09-15T21:33:02Z
dc.date.available2021-09-15T21:33:02Z
dc.date.issued2021-09-15
dc.date.submitted2021
dc.identifier.urihttps://viurrspace.ca/handle/10613/24517
dc.identifier.urihttp://dx.doi.org/10.25316/IR-16339
dc.description.abstractThe purpose of this action-oriented inquiry was to explore personal leadership practice and team learning among health care leaders, applications of design thinking as a framework for ongoing leadership development, and inform future strategies for leadership programming. The primary research question asked, “How might Fraser Health leaders leverage their existing personal mastery capabilities to foster team learning?” Study findings revealed existing leadership development programing within the organization promotes a strong foundation for personal mastery and team learning capabilities. Findings also suggest Fraser Health leaders have an opportunity to further draw on these foundational leadership skills and capabilities to navigate common challenges and advance team learning. Further, the findings from this study support recommendations that Fraser Health seek to galvanize existing practice supports for leaders within the system in support of leadership practice development and team learning. Keywords: health care, leadership, leadership development, personal mastery, team learning, design thinking, autoethnographyen_US
dc.subjectautoethnographyen_US
dc.subjectdesign thinkingen_US
dc.subjecthealth careen_US
dc.subjectleadershipen_US
dc.subjectpersonal masteryen_US
dc.subjectteam learningen_US
dc.titleDesigning leadership practiceen_US
dc.degree.nameM.A. in Leadership
dc.degree.levelMasters
dc.degree.disciplineSchool of Leadership Studies


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